Muaūpoko Tribal Authority Inc.
Annual General Meeting
Saturday 16th December 2023
Meeting Papers
DOWNLOAD FULL REPORT – CLICK HERE
Kawiu Marae
294 Kawiu Road, Taitoko (Levin)
A copy of the AGM information pertaining to the meeting will be available for download from start of business Monday 20 November, 2023, on the MTA website or a hard copy can be collected from the MTA whare, during normal business hours, 306 Oxford Street, Taitoko (Levin).
All queries, please contact us on (06) 367 3311. To join the hui online, please call 027 2465 611 to register your interest.
1.0. Registration
1.1. Karakia/Mihimihi
1.2. Apologies
1.3. Previous Minutes
Minutes of the Annual General Meeting (draft until signed off at this AGM)
held Sunday 20 November, 2022, at Kohutūroa Marae, 306 Hokio Beach Road, Taitoko (Levin).
Chair, Tim Tukapua, declared quorum had been reached and opened the meeting at 10.18am requesting those present to sign the circulating visitor book as a record of attendance.
Tim opened with karakia.
Present
Mervyn Taueki-Ransom, Jeraldine Gray, (Whanokirangi Hapu Rep) Sillena McGregor, Ngai Te Ao Hapu Rep) Tracey White (Ngāti Hine Hapu Rep), TeUira Sciascia (Aunty Vera), Henry Williams, Sandra Williams, Marokopa Wiremu-Matakatea (Punahau Hapu Rep) Waretini Kuiti, Simon Kuiti, (Punahau Hapu Rep) Selena Nahona-Hunt, Josephine Biddle, Tamiro Turu-Heretaunga, Dean Wilson, Piri Robinson (Ngarue Hapu Rep), TeUira Kerehoma, Gloria Hauiti, (Ngarue Hapu Rep) Rosie Taiapa, Sherry Hurinui (Ngāti Pariri Hapu Rep) Wairi Hirini, Tama Paki, Joseph Taueki, Maria Taueki, (minor) Hoani Nahona, Theresa Tukapua-Shadlock, Angela Nepe-Apatu, Sharon Haeata, Karlena Haeata, Remana Rudd-O Sullivan, Patrick Morgan, Rosina Montagnani, Pirihira Tukapua, George Tukapua, Antoinette Sadlier, James B Harold, Paora Tukapua, Laura Picchi, Kay McGregor, Minima Hill, Tania McGregor, Frances Matehaere, Lani Edwards, Tracey McKay, (Ngai Te Ao Hapu Rep, Robert Warrington, Kelly Tahiwi, Regina Hepi, Johnathan Proctor(Ngāti Pariri Hapu Rep), Miriama Sword, Tina Tamakaha, Bradley Taueki, Milly Paea, Di Rump, Tim Tukapua (Ngāti Hine Hapu Rep), Nathan Picchi.
Apologies
Grace Turu, Darren Reid, Peter Matakatea, Tamai Nicolson, Elizabeth Tom, Aunty Mama Hei Hei, Aunty Hana Paul, Mariah Montagnani.
Resolution: That apologies be noted, accepted and approved.
Moved: Tracey White
Seconded: Kaye McGregor
Carried by consensus
Matters arising with attendance
Waretini requested to sit just outside the doorway for the AGM Hui for health reasons. He confirmed he was able to hear proceedings.
One unregistered person requested to stay in the meeting. Objection noted to this from Sandra Williams.
Resolutions: That it be noted that everyone was OK with Waretini sitting outside.
That one unregistered person staying in the meeting (with no voting rights) be noted, accepted and approved.
That the objection to the unregistered person sitting in the meeting be noted.
Moved: Di Rump
Seconded: Tracey White
Carried
Confirmation of previous Minutes
The Minutes of the previous AGM Hui (December 2018 at Kawiu Marae) were contained in the Annual General Meeting Papers prepared for the meeting and available to all members via the MTA website and at the MTA Office.
Resolution: That the Minutes of the December 2018 AGM be noted, accepted and approved.
Moved: Sillena McGregor
Seconded: Kaye McGregor
Carried by consensus
Matters arising from previous AGM Minutes
There were no matters arising from the previous AGM Minutes 2018.
Chairperson’s Report
Chairperson’s Report presented to the report as contained in the Annual General Meeting papers prepared for the meeting and available via the MTA website and from the MTA office.
MTA partnerships are increasing slowly but surely, which is building on the range and nature of services the team can offer. MTA continues to compete with funders to secure contracts and continues to seek secondments with partners to remain on course for sustainability to build capacity and capability for the future benefit of our whānau, hapū and iwi.
Sincere thank you from the Chairperson to our hard-working MTA team, the very dedicated Muaūpoko Tutuuru Roopu and to the dedicated Board members who have helped to shape our progress and direction over the past few years.
Sincere thank you to all whānau members and everyone who showed up to the AGM today. Chair spoke to progress being made in:
- Communication goals
- Strategic Projects and Partnerships
- Social and Hauora Services
- Supporting each other
- Covid-19 response
- Treaty engagement plans regarding the Crown settlement negotiations
Resolution proposed: That the written and verbal report from the Chairperson Report be noted, accepted and approved.
Moved: Sandra Williams
Seconded: Marokopa Matakatea
Carried by consensus
Chief Executive Report
CEO Report as contained in the Annual General Meeting papers prepared for the meeting and available via the MTA website and from the office.
CEO acknowledged the many whānau and kaimahi who have worked in the past and continue to work today – passionately and hard – across the history of Muaūpoko Tribal Authority to maintain a foundation upon which we can together build a successful and sustainable future for our whānau, hapū and iwi.
During 2021 and since, MTA continues to look for ways to achieve sustainability while also extending activity to support whānau and hapū in funding and grant applications, marae, Muaūpoko landowners and other Muaūpoko rōpū. We are committed do this as much as possible across simultaneous fronts and with constantly competing priorities, and, when capacity and resourcing allows, as well as:
- the constant mahi and effort to become fully and sustainably viable,
- to provide a base where we can build Muaūpoko capacity and capability for whatever structures and organisations are needed in a post settlement environment,
- protect and enhance Muaūpokotanga and Muaūpoko Rangatiratanga across our historic area,
- build and maintain networks and Muaūpoko influence as a Treaty partner and as mana whenua.
CEO spoke to:
- The MTA Strategy is unchanged
- upholding and enacting the iwi vision
- Whakahono Kia Tū Kaha Muaūpoko
- Connections and Communications
- Services and operations
- Taiao
- Financial Commentary
- Consolidated Financial Report
- Consolidated Financial Position
- Partnerships
- Treaty position and aspirations
Sincere thanks for everyone coming. It is a privilege to be able to serve Muaūpoko iwi.
Key milestones:
Increased social services working hard to gain and maintain.
Hauora partnership.
Kaumatua program now to be funded and hoping to ramp up and formalise over 2023.
CEO acknowledged the wonderful support that they have had from everyone, especially the MTA Kaimahi team and MTA Board. A very big thank you to MTC Directors and the newly formed Kahui Arahi Roopu, Mahi toi roopu and the amazingly dedicated Muaūpoko Tuuturu group. Also, acknowledgements to those behind the scenes who strive to uphold the mana of our iwi day in and day out.
Presentation
CEO delivered a presentation covering all kaimahi and services and a snapshot of MTA mahi at the AGM hui.
Resolution proposed: That the written and verbal CEO Report be noted, accepted, and approved.
Moved: Vera Tatana
Seconded: Jon Proctor
Carried by consensus
Muaūpoko Tribal Authority Strategic Plan 2020 – 2025
Report as contained in the Annual General Meeting papers prepared for the meeting and available via the MTA website and from the MTA office.
In 2020, the MTA Board reviewed the vision and strategic goals and reaffirmed these out to 2025. It is about our ability to stand strong and united so that together we will create and control our destiny, fulfil Mana Motuhake and Tino Rangatiratanga.
Our vision is “Whakahono kia tū kaha Muaūpoko” – Unite, Stand strong, Muaūpoko.
It is our aspiration that by the year 2025 we will be at a place where we:
- Have together created a “Muaūpoko Movement “that whānau want to connect to
- Support whānau and hapū to achieve their dreams and aspirations
- Protect Muaūpoko identity, assets, and environment
- Enhance economic wealth, health, culture, and social wellbeing of Muaūpoko iwi
- Are positioned as a vehicle to grow, protect, and advocate for Muaūpoko interests and whānau no matter where that is required, and
- Help to increase capacity and capability for post settlement world
The plan provides an overview of Muaūpoko Tribal Authority and is also used as a standalone document to guide the Board and Executive (annual) planning and three-year planning cycles.
- Muaūpoko Strategic Direction
- Muaūpoko area of interest
- Muaūpoko iwi demographics taken from census information
- Muaūpoko marae
- The governance and management of MTA and its subsidiary Muaūpoko Trading Company
- Services provided by MTA
Muaūpoko Strategic Goals and Aspiration Statements:
- Culturally strong in Te Reo me ōna Tikanga: Preserve and maintain the cultural taonga of Muaūpoko.
- Protecting and enhancing our environment: Research, investing and participate in environment revitalisation projects within Muaūpoko tribal region.
- Strong healthy and vibrant Whānau and Hapū: The health and wellbeing of our people is paramount.
- Capacity and Capability: Build the capacity (people power) and capability (effectiveness) for our whānau, hapū and iwi.
- Ownership and Protection of Muaūpoko assets and resources: Regain ownership and kaitiakitanga of key Muaūpoko assets and realise the benefits and return on these assets.
- Strong Infrastructures: Strengthen the infrastructures (structures, systems, policies and procedures, planning and monitoring) of Muaūpoko, whānau, hapū and iwi.
- Effective Representation: Represent Muaūpoko interests effectively and efficiently and ensuring always that our mana is upheld.
- Expansive networks: Enhance and expand our relationships and networks with whānau, hapū, other iwi, Government and non- government agencies.
- Economically Strong: Pursue commercial and non-commercial opportunities that enhance the wellbeing of Muaūpoko whānau, hapū and iwi.
- Making your mark: Brand and market Muaūpoko as a leader and role model.
Muaūpoko Strategic Themes: Statements
- Cultural: Muaūpoko Reo, tikanga, waiata and heritage are preserved and maintained for future generations.
- Infrastructure: Robust iwi and hapū structures that best serve Muaūpoko interests
- Assets and Environment: Regain ownership and kaitiakitanga of key Muaūpoko assets and natural resources to protect these for future generations.
- Hauora: Health and wellbeing of our people is paramount.
- Leadership: Representing and advocating Muaūpoko interests and nurturing future leaders.
Resolution proposed: That the Muaūpoko Tribal Authority Strategic Plan 2020 – 2025 be noted and supported.
Moved: Regina Hepi
Seconded: Pirihira Robinson
Carried by consensus
Muaūpoko Tribal Authority Board Annual Plan 2021
MTA Board Annual Plan as contained in the Annual General Meeting papers prepared for the meeting and available via the MTA website and from the office.
- Governance and Leadership
- Iwi and Whānau Participation
- Health and Social Services
- Housing
- Taiao / Environment
- Fisheries Settlement
- Treaty Settlement
- Commercial Management
- Financial Management
- Compliance Management
- Education Aspirations (noting that Te Waipuputanga o Punahau project team are also presenting at this AGM hui)
- Cultural Aspirations
Resolution proposed: That the Muaūpoko Tribal Authority Board Annual Plan be noted, accepted, and approved.
Moved: Milly Paea
Seconded: Regina Hepi
Carried by consensus
Muaūpoko Trading Company (MTC)
Directors MTA Board and MTC parent would like to thank the Directors – Kathryn (Kate) Wharehoka, Timothy (Tim) Tukapua, Amelia (Milly) Paea, and Dianne (Di) Rump.
Muaūpoko Trading Company Report and Annual Plan 2021
MTC Report and Annual Plan as contained in the Annual General Meeting papers prepared for the meeting and available via the MTA website and from the office.
- Company Information
- Assets and Investment Accountabilities, Policies and Authorities
- Delegated Authorities
- Assets and Investment Policies
- Dividends Policy
- Financial Performance
- Annual Plans for period 2021
- Key Stakeholders
- Other External Key Stakeholders
- Plan and Performance
- Key Actions
- The Assets
- Fisheries Settlement
- Aotearoa Fisheries Limited Shares
- Fisheries Asset Management
- Fisheries Performance – Fisheries sector currently represents the primary income source for MTC
- Commentary for this Reporting Period
- Financial Report Summary years ending 31 March 2021
- Dividend
No matters or questions arising
Resolution: That the Muaūpoko Trading Company Report and Annual Plan Report 2019 – 2020 be noted, accepted and approved.
Moved: Nathan Picchi
Seconded: Sharon Haeata
Carried by consensus
MIQ Quota and Traded Fish Stock – period ending 31 March 2019
MIQ Quota for Y/E 31 March 2019 as contained in the Annual General Meeting papers prepared for the meeting and available via the MTA website and from the office.
Resolution: That the MIQ Quota and Traded Fish Stock – period ending 31 March 2019 be noted, accepted and approved.
Moved: Nathan Picchi
Seconded: Sharon Haeata
Carried by consensus
MIQ Quota and Traded Fish Stock – period ending 31 March 2020
MIQ Quota for Y/E 31 March 2020 as contained in the Annual General Meeting papers prepared for the meeting and available via the MTA website and from the office.
Resolution: That the MIQ Quota and Traded Fish Stock – period ending 31 March 2020 be noted, accepted and approved.
Moved: Nathan Picchi
Seconded: Sharon Haeata
Carried by consensus
Group Consolidated Financial Reports (MTA and MTC)
Group consolidated financial reports (MTA and MTC) as contained in the Annual General Meeting papers prepared for the meeting and available via the MTA website and from the office.
Resolution: That the Group consolidated financial reports (MTA and MTC) be noted, accepted, and approved.
Moved: Marokopa Matakatea
Seconded: Nathan Picchi
Carried by consensus
Group Audited Accounts for period ending 31 March 2019)
CEO and Chair presented the Group Audited Accounts for period ending 31 March 2019 as contained in the Annual General Meeting papers prepared for the meeting and available via the MTA website and from the office.
Resolution: That the Group Audited Accounts for period ending 31 March 2019 be noted, accepted, and approved.
Moved: Marokopa Matakatea
Seconded: Nathan Picchi
Carried by consensus
Group Audited Accounts for period ending 31 March 2019
CEO and Chair presented the Group Audited Accounts for period ending 31 March 2020 as contained in the Annual General Meeting papers prepared for the meeting and available via the MTA website and from the office.
Resolution: That the Group Audited Accounts for period ending 31 March 2020 be noted, accepted, and approved.
Moved: Marokopa Matakatea
Seconded: Nathan Picchi
Carried by consensus
Muaūpoko Trading Company audited accounts – period ending 31 March 2019
CEO presented the Muaūpoko Trading Company audited accounts for period ending 31 March 2019 as contained in the Annual General Meeting papers prepared for the meeting and available via the MTA website and from the office.
Resolution: That the Muaūpoko Trading Company audited accounts for period ending 31 March 2019 be noted, accepted and approved.
Moved: Marokopa Matakatea
Seconded: Nathan Picchi
Carried by consensus
Muaūpoko Trading Company audited accounts – period ending 31 March 2020
CEO presented the Muaūpoko Trading Company audited accounts for period ending 31 March 2020 as contained in the Annual General Meeting papers prepared for the meeting and available via the MTA website and from the office.
Resolution: That the Muaūpoko Trading Company audited accounts for period ending 3t March 2020 be noted, accepted, and approved.
Moved: Marokopa Matakatea
Seconded: Nathan Picchi
Carried by consensus
Muaūpoko Tribal Authority and Muaūpoko Trading Company 5-Year Business Plan (2020 – 2025)
Muaūpoko Tribal Authority & Muaūpoko Trading Company 5-Year Business Plan (2020-2025) as contained in the Annual General Meeting papers prepared for the meeting and available via the MTA website and from the office.
- Cultural – Muaūpoko Reo, Tikanga, Waiata and heritage are preserved and maintained for future generations
- Infrastructure – Robust iwi and hapū structures that best serve Muaūpoko interests
- Assets and Environment – Regain ownership and Kaitiakitanga of key Muaūpoko assets and natural resources to protect these for future generations
- Hauora – Health and Wellbeing of our people is paramount. Providing healthy pathways for Muaūpoko so we can participate fully in our lives and communities
- Leadership – Representing and advocating for Muaūpoko Interests and nurturing future leaders
- Strategic Activities – Contract performance and enhancing our creditability as a provider
- Communications and Service Centre
- Iwi membership and registration services
- Whānau Ora
- Treaty negotiation and settlement
- Fisheries and Coastline Agreements
- Fisheries and Asset Management
Resolution: That the Muaūpoko Tribal Authority and Muaūpoko Trading Company 5-Year Business Plan (2020 – 2025) is noted, accepted, and approved.
Moved: Marokopa Matakatea
Seconded: Joe Taueki
Carried by consensus
Appointment of Auditor
Chair proposed that Muaūpoko Tribal Authority wishes to retain the services of current auditor Cotton Kelly.
Resolution: That Cotton Kelly retain services of Appointment of Auditor for Muaūpoko Tribal Authority and Muaūpoko Trading Company.
Moved: Regina Hepi
Seconded: Kaye McGregor
Carried by consensus
He Kōrero – General Business
1.0 Update – Te Waipupūtanga o Punahau re Te Pa Wananga o Tuteremoana
Nathan Picchi started with a mihi timatanga and gave a verbal update on the status of Te Pa Wananga o Tuteremoana.
Regina Hepi explained how the name of the kura-a-iwi came to be Te Pa Wananga o Tuteremoana followed up by revealing the kura tohu.
Milly Paea explained the three land sites that they are looking at building the kura on and further investigation to be carried out on these three sites next year by the land surveyors.
Chairperson would like to thank the Te Te Waipuputanga o Punahau for all the mahi they have put into Te Pa Wananga o Tuteremoana the last 4-5 years.
No other general business
Tim Tukapua as Chair closed the meeting at 11.45am.
Mihi and Karakia Whakamutunga – Tim.
1.4. Any Matters Arising
2.0. Muaūpoko Tribal Authority Inc. (MTA)
2.1. Chairperson’s Report
Whakahono. Kia tū kaha. Muaūpoko.
Tēnā tatou katoa. Ngā uri o Ngai Tara ki Muaūpoko o te ika a Maui tikitiki a Taranga.
Greetings to you all.
I want to sincerely thank our hardworking MTA team, the very dedicated Muaūpoko Tuuturu Roopu, and the dedicated Hapū Representative Board members who have helped to shape our progress and direction over the past few years.
Reflecting on the reporting period of 2021, we recognise both the challenges and opportunities presented and it is pleasing to note that optimism still abounds. Operational foundations continue to be laid and we continue to strengthen (as well as adapt to) a post-Covid landscape in building sustainable operations, which support us to deliver on our constitutional promise and our strategic goals.
As a Board, we are motivated to continue with realising the strategic goals set by a hui ā iwi in 2009. The excellent mahi undertaken by previous leadership is still as relevant today as it was then, and this Board continues to be guided by the 10 strategic goals and imperatives that piece of work produced. These are outlined in our AGM report pack. We therefore welcome progress and results in the cultural, educational, and social wellbeing and prosperity of our whānau, protecting our assets and position as we work together toward our strategic priorities through our Iwi Vision – Whakahono. Kia tū kaha. Muaūpoko.
We are happy to be able to bring you this AGM hui and report for the period 2021. We acknowledge the delay. The flow-on effect of Covid-19 has caused many delays across all plans, projects, and initiatives. The team’s focus over 2021 and since has been on support and outreach to our whānau and hapori, acting cautiously with gatherings and kanohi ki te kanohi occasions, with safety and Hauora paramount. It is great to finally be out of a pandemic environment and able to meet in this way. We all understand that Covid has certainly not gone away, nevertheless we welcome some semblance of normality. This enables us to enter a catch-up process and to have many more of these important occasions together. We are planning another Annual General Meeting(s) to cover the year ending March 2022 and March 2023 as soon as we receive the final audited accounts. This process is under way now. We are targeting an AGM to cover 2022 and 2023 years in the first half of 2024 – with an aspiration for a further AGM covering March 2024, by the end of the 2024 calendar year. Noting that the auditing process for Charities (following updated Charities Act reporting requirements), does take longer than when our constitution was developed nearly 12 years ago.
Communication: Strengthening connections with members, hapū, marae and Muaūpoko within and beyond our rohe is always at the forefront. We continue to see Covid-19 cases that require support and we have noticed a marked increase in online activities with whānau, hapū and marae. We are building on this opportunity to increase our reach and connection with Muaūpoko whānau rohe-wide, nationwide and internationally.
The Board and the MTA team are closer than we have ever been to being able to have resources to dedicate to regular consistent two-way communication, engagement, and connection. The past two years have required us to redirect our resourcing and our communication efforts to supporting our whānau around the motu. As you will note in the CEO report, we have certainly increased communication since we last met, primarily through Facebook, and it’s pleasing to see increasing membership numbers. Over the next year (2024) we plan to establish regular pānui from the Board and hapū reps and are investigating online Q&A type sessions for updating whānau and members around some of our key projects. We have also started to engage whānau and we are also looking to gather your aspirations for input into the transformed health system.
Strategic Projects and Partnerships: Pivotal to furthering Muaūpoko aspirations and meeting our strategic goals are the relationships and alliances formed with strategic partners. This mahi continues to enable us to expand our services for tamariki, rangatahi and whānau. Our decisions for partnerships and contracts are ultimately kaupapa driven and aligned with the iwi vision, which the MTA Board has embraced – Whakahono. Kia tū kaha. Muaūpoko. This approach is influencing a slow but steady increase in the range and nature of services the team can offer. We will provide presentations at the AGM hui to give you an insight into our mahi. MTA continues to compete and secure contracts and secondments with partners to remain on our course for sustainability to build capacity and capability for the future benefit of our whānau, hapū and iwi – in whatever form, place or organisation that may be.
Social and Hauora Services: In the past two years, the MTA team has been able to achieve and maintain Level 2 MSD accreditation, which means we have been able to access a wider range of funding and contract opportunities that were previously not available to us. You will see in this report, we are increasing our range of Social and Hauora services including a dedicated Rangatahi Services team. This is all occurring at a rate that the team can manage and at what capacity constraints allow (given Covid demands over the 2021 period).
At the time of writing this report, you will be aware of the new legislation and Health Sector Transformation, which commenced in July 2022. Horowhenua was selected as one of nine prototype Takiwā under this new regime. Muaūpoko Tribal Authority Inc and Raukawa Whānau Ora are co-chairing the prototype for Horowhenua. This includes consultation with diverse groups that make up the Horowhenua community. Emphasis of the plan will be increasing equity for Māori and Pasifika health outcomes and increasing access to Hauora and Wellness services. This is not just to see mainstream clinical health solutions but to start to include a wellness and prevention focus. It is still early days; however, the team want to ensure the whānau and community voice is heard and captured. We have already provided a feedback session to our whanau and community – so keep watching this space.
Supporting each other: We have noticed that MTA is being asked more often than in the past, to support whānau, hapū, marae and Muaūpoko Trust and Landowners’ projects and activities. It is our goal as a Board of Hapū Reps (and we ask the MTA CEO and operations team to also embrace the concept) to be available to support (be of service) to our whānau, hapū and owners’ projects and activities as much as the capacity at MTA allows.
Currently this support takes the form of:
- Being a grant, contract, or fund holder (using the MTA organisational audit and accreditation status) to support whānau, hapū and marae projects (eg. the marae redevelopments)
- Providing practical administrative support (e.g., payroll and secretariat services)
- Providing a centralised place/pool for structured training and skill building (eg. Cultural Monitoring team who can work across all and any Muaūpoko mahi)
- Introductions to networks and connections across specialist topics and/or other Iwi organisations and experts and Crown agency introductions for project and ideation development.
As funds allow, we are slowly but surely establishing an administrative and project management capability so that we can support any and all activity that is important to our people. That capacity is constrained by resources but has been pleasing to see this slowly growing. This approach is one of service, not one of control. MTA’s role is to support our whānau/hapū/marae/Landowner efforts where we can, not in any way to replace or usurp that.
Covid-19: As an essential service during the Covid-19 global pandemic, the focus was about supporting whānau in as many ways possible, with kaimahi committed to go ‘over and above’ to ensure our whānau are supported. Their work during this difficult time is acknowledged and commended by the Board.
Education: The opportunity to participate in the literacy and numeracy achievement programmes at a number of schools in Taitoko, Levin – including Levin East, Levin Intermediate, Horowhenua College and Waiopehu College (“Tungia te Koingo”) – has been one of many Muaūpoko education initiatives happening in our rohe. Among these included participation in the Community of Learners Nationwide Strategy, supporting the whānau team (Te Waipupūtanga o Punahau) who have built the business case for Kura-a-Iwi, and we have commenced the development of a “Muaūpoko coffee table” book to amplify the Muaūpoko narrative and perspective. This will also supply an information resource for various projects including for our future kura.
Re-engage the Crown settlements negotiations: We continue to keep in touch with the Crown regarding timing and opportunity to re-enter settlement negotiations. In the meantime, we strive to work toward the Hui a Iwi aspirations, which our whānau originally set down for the settlement journey. The Board also continues to push for innovative ways to access the right resources to progress those iwi strategies. This includes slowly but surely building capacity and capability that we will need as an iwi in a post-settlement environment. As a pre-settlement iwi, we continue to kōrero with both other pre- and post-settlement iwi partners, to learn from their experiences and to help guide the pathway to settlement. The key principle adopted by the MTA Board is “act as if” (we are already settled) so that we have an attitude of self-determination tino rangatiratanga, mana motuhake and not one of a “master servant” relationship with the Crown. Our focus is to fully participate, to protect and partner as much as is possible within the resource constraints we have, to keep Muaūpoko iwi, hapū and whānau interests visible.
At the same time, we have advised Te Ara Whiti (Office of Crown Iwi Partnership) that our current position is that we remain open and ready to re-engage with the Crown, providing there is a sensible starting point for such negotiation. We have also advised we seek acknowledgement that the offer Muaūpoko walked away from in 2015 is nowhere near going to meet the expectations of our people and is therefore not a position we can or will engage with at this time.
We, along with other Muaūpoko claimants, have been working together on the Waitangi Tribunal Kaupapa enquiry series. We were also one of the iwi in Aotearoa to give evidence at the urgent Covid Tribunal Enquiry and the Tribunal, Tangata Whaikaha (Disability Sector) Enquiry.
Congratulations – we are extremely proud of all our whānau who have succeeded in their endeavours, despite all the challenges and barriers, including our rangatahi and tamariki whose lives were disrupted and who faced additional hardship. Congratulations to all our whānau who have, over this period, achieved their moemoeā, including graduating in their chosen studies or taking this time to find new positives and purpose.
The Board and I look forward to connecting with you all at this upcoming AGM and continuing to strengthen connections.
He manaakitanga kia tatou katoa
Tim Tukapua, Chairperson
Muaūpoko Tribal Authority Inc.
2.2. Chief Executive’s Report
CEO Report – Di Rump
Tēnā koutou whānau.
I want to begin by reiterating how privileged I am to be able to continue to work in this role.
I want to acknowledge the many whānau and kaimahi who have worked in the past and continue to work today – passionately and hard – in the history of Muaūpoko Tribal Authority to maintain a foundation upon which we can together build a successful and sustainable future for our whānau, hapū and iwi. We strive to continue their work.
We all have a place in our hearts for the whānau members we have lost since we met together last. It is right that we take the time to think about and acknowledge them.
The MTA Strategy remains: Whakahono. Kia Tū Kaha. Muaūpoko. – and the 10 strategic goals are as relevant today as they were when formed by our people through Hui-a-Iwi. We continue to seek opportunities to enact the vision and goals and to grow Muaūpoko services, influence and initiatives as our capacity allows.
This will include succession planning for the CEO and other key roles and building capacity in other key areas as operational affordability allows.
The Covid-19 global pandemic continued to impact on whānau everywhere. Our response was focused on supporting whānau in as many different ways as we possibly can and working through the lockdowns and restrictions as an essential service, rostered to be on hand, seven days per week when required and outside normal hours. The team have worked hard to be out in our community, where our whānau are.
We also strive to increase the range of services we can offer whānau. This is as a result of constantly being present, visible, and fighting hard for our fair share. We still have a long way to go, however, we are making headway. Essentially the plans we laid down in 2019 have been interrupted by Covid-19, but we have managed to use this period to strengthen our partnership with the (former) District Health Board (DHB now Te Whatu Ora) and with the Ministry of Health (MoH) in an environment of Health Sector Reforms which has created the Māori Health Authority (MHA – Te Whatu Ora) – with Horowhenua being one of nine prototype localities in Aotearoa. At the time of writing this paper – we now have a nurse practitioner role in place and a mobile RV service which we been able to take into the community with monthly visits to our Hokio community. We are finalising a new set of specialist roles in Cancer Support and Kaupapa Māori Hauora services such as Rongoā. These will be established and set up over 2023 and 2024.
As reported at last AGM, we had finally achieved a small amount of funding to support the establishment of a dedicated Kaumātua programme – this was one of the first priorities I was asked for and I have been relentless in pursuit of this initiative since it is a priority for our members. We received a very small amount of funding after our last report so have been able to support a few activities – primarily being the annual Kaumatua Xmas Hakari, Matariki, dedicated Waitangi Day space, and continued vaccination support – we have also been able to integrate some Kaumātua hardship and Hauora service access support through our Whānau Ora service, this is not at the desired level – but I have been able to negotiate more funding for the 2024 (only), which will enable us to stand up a more formalised and regular programme over 2024.
Future goals and plans are contained in the Annual and Strategic Plans included in this AGM Pack.
I am happy to commit in writing to you all that my personal goal is simply to do the very best I can with whatever I happen to have in my kete that might be of value and use.
I have come to understand that there is a rich and diverse range of views that we have as Muaūpoko, especially regarding what and how our future possibilities can unfold. Clearly this can be both our strength and our weakness, so every day I look to the iwi vision Whakahono. Kia tū kaha. Muaūpoko – to guide my attitude, our practice, and our approach.
I understand that MTA is just one part of our iwi landscape and the longer I am here the more I learn about the amazing possibilities for what that landscape might mean and might look like as we move forward together. Over the past two years MTA has extended activity into supporting whānau and hapū funding and grants application, marae, Muaūpoko landowners and other Muaūpoko rōopū – as we are invited to and as our capacity allows.
Whakahono. Kia tū kaha. Muaūpoko.
The iwi vision (developed by our people) has been adopted by the MTA Board to guide what we do and how we do it. This vision guides our team here at MTA to contribute to the best of our ability every day and in every way we can.
Connections and Communication
Our communication via Facebook continues to increase. With news and feedback active both ways, this has been great. If you have not joined yet – check out our Facebook page “Muaūpoko Tribal Authority”.
Our continuing priority is to source funding that allows us to engage an experienced part-time communications resource in order to be able to produce regular pānui and to refresh our website.
The nature of our pre-settlement status means that our income has to be derived from contract delivery – funding of this nature doesn’t support non-delivery costs, such as a communications resource. I continue to strive to source funding for this purpose.
Services and Operations
MTA has been involved in and supported a diverse number of activities aligned to progressing the iwi strategy. Primary focus continues to be on creating a sustainable organisation for the betterment of our members and our iwi, hapū, and whānau.
As you will all be aware, with Muaūpoko in a pre-settlement state, MTA must proactively compete for, secure, and generate income to operate. There is no ‘of right’ funding given, or available, to MTA.
The only passive income received is from the Fisheries and Aquaculture subsidiary company – MTC –and while the Coastal Dispute continues, revenue from MTC to MTA remains at a very minimal level.
Notwithstanding this, MTC Directors have been able to approve a second dividend to the shareholder – MTA.
Being pre-settlement also requires the dividend to be used for charitable purposes. The MTA Board have carefully considered that, other than that minimal income, MTA core and operational funding must be actively pursued from contracts for services and grants. Ideally the board would like to distribute the modest dividend to Hapū currently named in the constitution (equal distribution basis). However, we are advised that dividends cannot be distributed to an organisation that is not a registered charity. Not all Muaūpoko hapū are registered. Therefore – as an interim step the Board have made a decision to instead hold funds for both marae (on 50/50 basis) for covering costs (such as insurance).
The Contract for Services funding environment, especially in the key social, health and education sectors, continues to be challenging for us to break into, given that Māori services are already contracted elsewhere and to other Iwi Māori providers. The Labour government has made some inroads into addressing the level of underinvestment in social outcomes for Māori in general and for our people in particular. However, redirection of government funding to support Covid-19 has clearly impacted. At the time of writing this report, the opportunities to participate based on our last 4/5 years of constant presence and participation at various forums, and the relationship building focus with agencies, as well as our invitations to key regional alliances and partnerships – is changing the opportunities for us. The recent change in government creates huge uncertainty as to funding into the future and we will need to prepare for a much tougher funding environment. Exactly to what extent is yet to be seen, however, it is important to ensure members understand that we expect to see service contract reductions. We note that at the time of writing this report – a number of contracts are expiring as of June 2024. We will need to “cut out cloth” accordingly.
While services are contracted by Crown agencies for all agencies, we take every single opportunity we can (within contract parameters) to maximise the focus on our own people and Muaūpoko needs.
Government funding is increasingly targeted to providers within alliances and collective partnerships rather than individual providers or contractors. This approach is now the ‘new norm’ across all sectors. The rationale for this approach is that it eliminates duplication of administration and support costs, drives increased productivity gains through closer partnerships, and creates efficiency within communities of practice.
Hence, guided by the Board, it is necessary for me to dedicate significant time to ensuring we are an attractive partner for those alliances, which can benefit our people and our iwi, which strengthen us, and which increase our influence, our presence, and our voice over the immediate and long term.
During the reported period we have been successful in securing and retaining contracts for:
- Three Whānau Ora Navigator roles through our governance membership of the Te Tihi Whānau Ora Alliance – which is an alliance of five iwi, the Māori Women’s Welfare League, Māori Wardens, and two Māori health providers.
- Smoking Cessation service – we have two roles in this service as a result of being invited to become members of another alliance to offer these services. One-to-one coaching and expertise are available to all whānau. Vaping advice and expertise has been added by the Ministry of Health (MoH) to the services we can offer through this unique kanohi ki te kanohi role. However, quitting vaping is not yet part of the governments funded activity. This is being considered by MOH at the time of writing this report.
- Early Childhood – in the reporting period we were successful at obtaining a further one-year contract as an approved Cultural Professional Development supplier to this sector and we are running two programmes for registered Early Childhood Centres across the Horowhenua over 2021 to 2023. This approval/accreditation is renewed every year. At the time of writing this report the Ministry of Education (MOE) has indicated that any future decisions are on hold while government transition is in play. This programme delivers a Muaūpoko perspective.
- Primary School – Tungia Te Koingo. This is an educational Māori Achievement Programme named by our whānau. In 2018, we were invited by MOE to participate in a trial with Levin East School for focused literacy and numeracy achievement programmes in partnership with the school. We accepted on the basis that we wanted to work with our Muaūpoko tamariki and whānau. We accepted this opportunity to benefit our tamariki at Levin East, but also for capturing the opportunity to demonstrate that we can provide partnership value and thereby secure MOE support to extend the programme wider to other schools in Taitoko. We have been able to secure a further year for this service and have been supporting all schools to varying degrees to extend the understanding of Muaūpoko as tangata whenua of Horowhenua. We now run an annual professional development day for all teachers and kaimahi for both colleges, intermediate and all schools in Taitoko – the invitation also includes surrounding schools in Foxton, Shannon and Ōhau. As of the time of writing this report we have had approval for funding to run another Muaūpokotanga Professional Development Day for all Horowhenua Educators in 2024.
While we are absolutely focused on supporting the opening of a Kura-ā-iwi, we understand that whānau will also choose mainstream educational environments, so we also need to influence and advocate for their experiences in those environments. The goal being to bring greater levels of support to more Muaūpoko tamariki and whānau. We look forward to sharing a presentation and stories from the various education programmes and our other activities at the upcoming AGM.
Back in 2018, MOE launched a nationwide strategy called Community of Learners (CoL) / Kahui Ako. We participated in the consultation process, the naming of the local group and boundaries for Taitoko. Muaūpoko are now also represented on district Steering and Governance groups in order to influence future direction of education in our rohe for our tamariki and rangatahi. We regularly present to the Education Horowhenua Leaders Group and the Principals Association Horowhenua.
We have challenged MOE regarding their exclusion of Muaūpoko in the nationwide Te Ahu o Te Reo programme and continue to negotiate for our participation.
We have also secured a one-year contract opportunity to participate in developing a local histories booklet based on stories from our Tamariki/Rangatahi. This project was planned to be delivered over the 2022/2023 period. This has been delayed due to COVID and we have renegotiated for this to now happen in 2024.
At the time of writing this report we have negotiated and renegotiated a number of contracts to enlarge our services and to increase our participation in future social and health service model design – unfortunately, these are all short term at this stage as Te Aka Whai Ora and Te Whatu Ora (formerly the Māori Health Authority and Health New Zealand) have been constrained by needing to be conservative due to 2023 election.
We have concluded our three-year partnership with the Peter McKenzie Trust and FinCap NZ to support their mahi in ‘Creating Prosperity’ for all New Zealanders including whānau and hapū Māori. We are now negotiating our own partnership direct with Peter McKenzie Trust with the goal of accelerating non delivery capacity and capability and support CEO and key leader succession planning.
Over the last two years we continue to strengthen our relationships with the schools and colleges in our rohe and provide Muaūpokotanga and cultural experience on our marae to some 2500+ tamariki, teachers, school Board members and parents.
On 5t February 2022, the Minister of Education announced the approval of the business case to establish a Muaūpoko Kura-ā-iwi. This was the result of many hours and much hard mahi of the dedicated whānau project team – Te Waipupūtanga o Punahau (who will be presenting at this AGM). MTA simply works in the background to provide support, links with our iwi strategy and to ensure Crown/MOE engagement and support.
Over the past year we have partnered with MSD to become a recognised Job Seeker Work Experience employer. This enables us to have access to WINZ job seekers from time to time. We strive to have these job experience opportunities made available to our own people. This supports our people to strengthen their confidence, their work experience, employability, their CV and helps develop skills for future employment.
As reported at the last AGM, given our need to increase capacity and capability – and after discussion with Ngāi Tahu regarding their pre-settlement approach to building capacity and capability (albeit being pre-settlement is some time ago now for Ngāi Tahu) – we have offered secondments to selected Crown agencies as a means to achieve 1. required skills and experience in-house – these are little or no cost to us, and 2. to hasten our Crown agency partnership relationships so that we can exercise greater influence for the benefit of Muaūpoko. The objective is that we use Crown skills and experience to set up and strengthen our infrastructure and then, as funding allows, we bring in our own people to be trained. This is very much what Ngāi Tahu recommended. They also advised that (at the time) this approach was often heavily criticised by members when seen in that moment – but has been recognised, in retrospect, as a necessary pragmatic approach for the short term. The MTA Board has adopted and supported this approach. That does not stop us at all from the Board’s goal to recruit our own at every single point we can. The difficulty is, that contracted services usually dictate the experience we are required to employ and provide. We are obviously still very much in a building phase, and we do not yet have the capacity to train in-house, hence why appointments must be ‘best for the role’. We absolutely push the boundaries on that at every single possible opportunity.
We have partnered with both marae, Muaūpoko Lands Trust, and Lake Horowhenua Trust to support their plans and priorities and function as a fundholding charity and provide project management support where that’s been of value and/or asked of us. This also supports our iwi vision – Whakahono. Kia tū Kaha. Muaūpoko – and ensures that it is difficult for agencies to ‘find cracks’ to create internal division. MTA’s role is not to take over nor control any aspect of these partnerships – MTA’s place is to support.
Taiao
Over the last few years, we have worked hard to increase our presence and visibility in order to increase and protect the interests of our people – Ngāi Tara o Mua Ūpoko o te Ika (Muaūpoko) in our historic area (Rangitīkei River to Turakirae). The strategy has been to start and increase our presence in Horowhenua and work (where possible and as capacity allows) to refresh and formalise our partnerships with local and regional councils right across that historic area. That mahi is progressing, albeit meeting resistance of other iwi in the region at various times and to varying degrees.
In late 2021, we were successful in a two-year grant application to the Department of Conservation (DOC) Jobs for Nature programme. This project has been named Muaūpoko Ki Uta Ki Tai and we have now completed recruitment for the roles. This two-year grant involves:
- Maara (nursery) services
- Papa (land), animal and plant pest control
- Establishment of a Tāngata Tiaki Cultural Monitoring Roopu with Kaumātua at the centre, which also enables us to provide Tuakana/Teina training roles as we grow these services.
Our goal has been to use this grant period to build an ongoing self-funding commercial enterprise that can continue to provide employment and training opportunities for our whānau, rangatahi and tamariki alongside enabling us to actively participate in all aspects of our Taiao.
We have enforced our rights with local and regional authorities to be able to properly participate in more Resource Management Act (RMA) consenting processes in order to better protect Muaūpoko interests. As a result, we have a partnership with Kāhu Environmental, a specialist and expert RMA firm, to collaborate with us. This partnership provides access to expertise to deal with the large volume of work in the consenting area. Furthermore, we provide cadet and internship opportunities in university and school holidays where funding allows. In time we expect to include Kāhu Environmental and HDC (Horowhenua District Council) to support rangatahi and whānau who are pursuing tertiary and postgraduate qualifications in this area. The current partnership arrangement with Kāhu Environmental is an interim step in a longer-term strategy. The longer-term plan is to bring across the full service to be managed and led internally by MTA in order to develop our own people in and on their own whenua and waterways etc. This particular strategy/approach is intentional and has been put in place after consultation with a number of iwi (post-settlement). It has been recommended as the most successful approach to creating a sustainable and strong platform for the future. It involves employing or contracting experts (potentially independent of affiliations in the first instance) with our people learning and establishing alongside that external expert supplier model (on the basis of best practice and expertise) and then transitioning that model directly into our own organisation and with our own people – becoming our own expert model and growing and employing our own. We are told that this requires an appetite for working with technical experts who may or may not all be Muaūpoko in the early and initial phase of this approach – and in fact may not be Māori – in order to achieve the longer-term goal of 100% Muaūpoko capability. It is known as the Ngāi Tahu Strategy.
Financial Commentary
We continue to progress our Strategic and Business Plans and core services to members at a pace in line with what resource and capacity can afford and the contracts and services, which fit with our way of working. Simply put – we live within our means. The Covid-19 pandemic through this reporting period has significantly impacted on our ability to focus on what we would have liked to, as we have pivoted our efforts to supporting whānau. In all cases, though, we are guided as a team by the iwi vision and putting our people first.
It goes with the territory that this situation requires me, as CEO, to be very active and visible in the external environment, flexible and opportunistic about sector and legislative changes, as well as contracts available, to progress our strategic goals and to find ways for each opportunity to deliver to as many of our goals simultaneously as possible. Having said that, I manage that line very carefully and intentionally. I fully appreciate and understand the risk and short sightedness in becoming driven only by contracts and revenue. As we strengthen our core financial position and move further out of vulnerability, we are becoming increasingly strategic in our partner and contract choices. That is appropriate.
I am confident that we are at a turning point where (all things being equal) we will be in a position where our core contract activity will soon support us to have more choice around what we can employ funding towards. That is – to focus on the most important areas that no one funds for a pre-settlement organisation – our members. The goal has been to remain viable for long enough for this to happen and thereby strengthen our position to advocate and create change for our people. I still believe that 2023 and 2024 will see us in a position to make a start on increasing focus to more of the kinds of activities and plans that have been on hold while we have re-established the means and capacity to deliver what matters to our whānau and what they care most about.
The audited Financial Accounts up to the 2021 year finally show a reasonably healthy contract position, although the majority of funds are held as prepayment for future contract delivery and therefore are not discretionary funds for MTA use.
This is the nature of a pre-settlement environment and a reliance on delivery income rather than assets and capital.
This shows continuance of the year-on-year improvement, and I expect that trend to continue. (subject to the implications of a change in government). The government change risk is why we set aside prepayments in order that we can never be caught out in terms of cash flow.
Here is a summary of key movements since previous reporting periods:
Consolidated Financial Performance – comparison of 2020 and 2021 financial years
REVENUE
- A 25.28% increase in 2021 of $405,603
- Due to increase from additional services contracts and grants
EXPENSES
- A 25.60% increase in 2021
- Significant percentage increases in grants/donations, volunteer and employee related costs and the costs related to providing goods and services
SURPLUS/DEFICIT
- End of year surplus of $463,230
- Overall, 24.21% Net Surplus increase from 2020
Breakdown
REVENUE
Overall Revenue was up 25.28% from 2020.
Increases in contract income for:
- Rangatahi – 100%
- Kaiwhakapuaki Waiora – (New)
- Taiao – 25.72%
- Oranga Tamariki – 1,062.80% (New contract)
- Whānau Ora Navigators – 15.16%
- Other Income – Covid Related – (New)
EXPENSES
- Grant expenses up 25.60% in relation to grants received and therefore costs required to be spent as per grant conditions
- Wages and salaries increased by 56.04% in line with increased services contracts and increased costs associated with servicing pandemic response 7 days per week/20 hours per day
- Kaimahi expenses reduced by 17.60% to 17,089
- Consultancy/Specialist Advice increased by 138.71% as a result of the additional activity in Taiao and use of contractors for peak workloads and particular expertise
- Programme expenses reduced by 50.47% due to the reallocation of expenses to Consultancy Specialist Advice, which aligns with the additional contracts and correlates to the increase in revenue
- Other operating expenses increased by 83.89%
- Total Operating Expenses increased by 25.60%
Consolidated Financial Position – comparison of 2020 to 2021 financial years
ASSETS
- Cash and cash equivalents increased by 64.27%
- Trade and other receivables increased by 33.00%
- Total current assets closing the year with a 67.92% increase
- Total Assets increased by 61.31%
LIABILITIES
- Trade and other payables increased by 151.07% – due to fund holding contracts for marae development
ACCUMULATED FUNDS
- Increase for the year of 16.17%
Breakdown
BANK ACCOUNTS
- Overall, a 64.27% increase in cash at bank for the year, which represents the funds held on behalf of marae projects, as well as funds paid in advance to be held to cover future delivery, which has been committed to via service contracts (relates to the income in advance commentary below).
DEBTORS/PREPAYMENTS
- Debtors were up 33.89% – none of concern and all monitored
- Income in Advance recognised an increase amount to $522,913 to show that committed funds are held for future delivery.